Project Management

Project Management is the discipline of defining and achieving objectives. The challenge of project management is the optimized integration and allocation of the inputs needed to meet those pre-defined objectives. The project, therefore, is a carefully selected set of activities chosen to use resources (time, money, people, materials, energy, space, provisions, communication, quality, risk, etc.) to meet the pre-defined objectives.

At Dorsch we subdivide in the three fields of Construction stages, Project Development and Project Planning.

Dorsch is managing a variety of projects which are in different stages, Pre-award/design, design, tender, construction and post-construction. The projects are generally compromise of different types/Sectors as follow:

1. Pre-Design/Pre-Award Stage

This stage is mainly considered as the keystone for any project as the success of a project depends mainly on the proper initiation of the project, as such stage is mainly addressing the collection of the end user requirements and convert it to a concept design with its allocate budget which to be approved by the higher authorities.

Data Collection

Concept Design and Budget Allocation

Budget allocation

Feasibility Study

Delivery Strategy and RFP Preparation

Consultant selection and awarding

Preparation of Consultancy Agreement

2. Design Stage

This stage starts with the appointment of the Design Consultant either through an awarding letter or an agreement as the consultant is required to perform the required service in stages i.e. Concept Design, Schematic Design, Design Development, Tender Documents and Tender analysis/Recommendation for the Project.

Design Management/Review

Inception & Initiation

Data Collection

Concept Design

Schematic Design

Design Development

Specifications Standards

Authorities Approvals

Cost Control and Value Management

3. Tendering Stage

This stage is staring after the completion of the Design/Design Phase by the consultant, the approval from Dorsch and the building permit/any required authorities/agencies approvals.This phase also can start at an intermediate stage for the design depending on the selected delivery strategy of the project.

Pre-qualification and selection of Bidders

Solicitation of interest

Tender invitation

Pre-Bid Conference and respond to inquiries

Tender clarifications

Addenda

Tender review and analysis

Tender negotiation and award

4. Construction Stage

This stage starts with the appointment of the contract(s) either through an awarding letter or an agreement to the contractor(s) under the direct supervision of the project consultant and the overall management by Dorsch which encounter these services encompass coordination, construction management, technical, contract administration, safety, quality assurance and inspection services.

Pre-construction conference

Construction supervisor contact

Contract administration

Project controls

Cost control

Scheduling

Progress reporting

Safety management

Quality management

Document control

Change order processing

Contract completion

5. Post Construction

After the physical work is completed and the PAC is issued there are certain actions and support services in which the Consultant/Dorsch may or may not be involved as per the agreement. Even though the responsibility for follow-up and administering the warranty provisions of the contract rests with the client, there are instances when the Consultant/Dorsch will be asked to provide contract documentation to assist client in enforcement of the contract requirements.

6. Building and Facility Management

Dorsch is managing and monitoring the existing facilities through assigning a facility management company to manage the existing facilities which will conduct the following duties:

Effective project management is critical to the success of any project. The project approach is supported by a well-defined set of project management activities, which include the following:

Project Planning. The project plan outlines the activities required to produce the deliverables, and ensures these activities are clearly defined, accurately estimated, and managed at an appropriate level of detail. Each activity will be assigned to a person responsible for ensuring it is completed successfully. The project plan will be updated throughout the project, as new information becomes known. The Project Director will be responsible for ensuring all parties, have a complete and up to date understanding of the status of the project.

Risk Management. The risk management approach includes identifying risk areas of the project and establishing both preventive and contingency actions. These actions are continually built back into the project plan, making risk management a daily activity.

Progress Reporting. To ensure consistent understanding of the status of the project, regular progress reports will be prepared and distributed to the Project Sponsors and Project Teams. As later described, the progress reports will include descriptions of activities completed during the previous period, activities anticipated for the following period, and issues and problems requiring resolution. Where changes are required to the schedule or plan, revised reports will be attached to the progress report.

Project Control. In addition to progress reporting, meetings will be conducted with the Project Team on a regular basis. During these meetings, each team member will provide an update of progress made on their activities as well as the estimated completion dates. Any issues and concerns identified during these meetings will be documented in the progress reports. To ensure timely and effective delivery of the project, scope will be tightly managed. Project change control procedures will be reviewed with the team at the beginning of the project, to ensure they are clearly understood. This review will help establish a common understanding of the need for project change control and the mechanics for implementing a change to the scope of the project, should that be required. All deliverables will be assessed by a reviewer. This practice ensures all items delivered by the team are clear, concise, and of the highest possible quality.

Change Control. A change refers to any modification and/or new development deviating from the baseline established in the project agreement and project plan. All potential changes are compared against the project baseline in terms of functionality, schedule, cost, and resources. Change requests can be raised by any member of the project. Appropriate team members will discuss potential changes and will advance the request if the change is needed.

Issue Management. An issue refers to any matter that may impede project progress, and about which no agreement has been reached. All Team members are expected to rise and work to resolve project issues. The Project Director will create and own the central issue log and will assign responsibility for the resolution of project issues and report progress to PPC. Most project issues are expected to be resolved within the overall Project Teams. Issues that require resolution external to the project will need to be assigned to the appropriate external resource after obtaining PPC approval and monitored by the Project Director.